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Essay Example MIT Sloan MBA

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MIT Sloan MBA Essay Example

 

The following MBA admission essay was submitted to the MIT Sloan business school by our client. The client was admitted to the program.

Several names and details in this essay sample were changed to protect client privacy.

 

Aringo's admission rate is 130% higher than the standard admission rate to MIT. 


The application essay question / topic:

Question: Please describe a time when you went beyond what was defined, expected, established, or popular.

June 2008. I had been working in the world's largest developer and manufacturer of inspection and repair systems for PCB and FPD, for three months as Assistant Corporate Treasurer. I was thrilled when the Corporate Treasure asked me to oversee our relations with the Office of the Chief Scientist (OCS), a role she previously oversaw directly. 
This involved serving as a liaison between my company and the OCS and the European Union who supported our R&D projects. I was responsible for constructing financial reports and overseeing correspondence with these authorities.
 
Chosen out of 3 employees, I knew this was an opportunity for me to take on a more substantial role in the company. I was eager to take on the complex challenge of managing a budget of $4 Million worth of subsidies. 

As soon as I began analyzing the projects' performance, I realized we were facing serious crisis. I identified that R&D personnel were under-reporting expenses, preventing us from maximizing our eligibility for approved subsidies. I realized that being in charge of reporting would not be sufficient. In order to rectify the situation I knew that a re-evaluation of the projects' financial management was also needed. 

I recognized that the problem stemmed from lack of awareness and insufficient follow-up from the R&D management, the sole parties responsible for both technical and financial reporting.
I organized and led Quarterly Meetings with 3 teams of 3-4 R&D Managers, enabling us to reveal unreported expenses, as well as anticipate future problems that may arise. This method increased grant utilization by 15%. 

I felt that there was still more that could be done to further maximize. I came up with the idea of a system that would enable corporate management and R&D mangers to follow up on projects' monthly progress. 
I presented the idea to Head of R&D Processes, who had vast experience with such systems. He immediately came on-board. I knew I would face resistance from the IT Department, since funds for the system would come from their budget. Realizing my enthusiasm alone would not suffice to convince them, The Head of R&D Processes and I put our heads together to create a presentation that would target what bothered the IT most, cost. I presented my vision to 2 IT Managers, by highlighting the return on investment from the report's construction and convinced them of the system's necessity.

I then spearheaded the system's design. I consulted with 3 senior Product Managers to decide how to achieve maximum impact, and then oversaw the work of the service provider we hired to construct the system. 
In the 2 months it took for the system became to become operational, I increased the frequency of meetings with the R&D teams, which now include creating expense forecasts, to a monthly basis. 
The report is sent monthly to the company CTO, CFO and approximately 20 R&D Product and Project Managers. The process will enable us to increase subsidies by up to an additional 15%.

This opportunity showed me that when facing a task, it is best to envision the long-term goal, create milestones, and then achieve them one-by-one. Through my work with R&D managers, I learned how to lead within a team. By overseeing 120 R&D personnel my management skills developed tremendously. The challenge and successful result inspired me to "think big". Perhaps most importantly, it instilled within me a confidence in my abilities to promote change within an organization and a desire to continue on this path.


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